Knowledge-sharing mechanisms: human resource practices and trust

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Huajiang Yu ◽  
Yoshi Takahashi
Keyword(s):  
Human Resource Management ◽  
Knowledge Sharing ◽  
Human Resource ◽  
Training And Development ◽  
Employee Perceptions ◽  
Human Resource Practices ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
The Relationship ◽  
Sharing Behavior

PurposeThis study sought to examine the detailed mechanism of employee perceptions of commitment-based human resource practices (CBHRPs) to employee knowledge-sharing behavior (i.e. knowledge collection and knowledge contribution) by unveiling the “black box” of trust in the workplace.Design/methodology/approachBased on data from 383 employees in China's Top Innovators in 2016, path analysis was used to test six hypotheses.FindingsEmployee perceptions of CBHRPs, namely, selection, incentives and training and development, were positively related to employees' trust in coworkers, supervisors and the organization, which in turn was positively related to employees' knowledge collection and contribution behavior. Trust in the workplace fully mediated the relationship between employee perceptions of CBHRPs and employee knowledge sharing. Among CBHRPs, training and development practices had the strongest effects on employees' knowledge-sharing behavior. Among trust, trust in coworkers was found to be the closest related to knowledge-sharing behavior. Knowledge contribution was more related to CBHRPs through trust than knowledge collection was.Practical implicationsOrganizations can employ CBHRPs to enhance trust in the workplace and encourage employees to contribute toward and collect knowledge. Organizations need to pay more attention to employees' long-term investment, such as employee training and development. Organizations can perform human resource practices consistently and ensure that all employees are aware of practices in use to enhance employees' understanding of these practices.Originality/valueThis study provides a detailed understanding of the relationship between human resource management and knowledge sharing. It also presents new empirical evidence in the research fields of human resource management and knowledge management, with implications for the development of employees' knowledge-sharing behavior.

scholarly journals Untangling the Relationship between Human Resource Management and Corporate Entrepreneurship: The Mediating Effect of Middle Managers’ Knowledge Sharing

2016 ◽  
Vol 6 (3) ◽  
Author(s):  
Michael Mustafa ◽  
Erik Lundmark ◽  
Hazel Melanie Ramos
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Sharing ◽  
Human Resource ◽  
Middle Managers ◽  
Empirical Support ◽  
Corporate Entrepreneurship ◽  
Knowledge Sharing Behavior ◽  
The Relationship ◽  
Sharing Behavior

AbstractAlthough there is a growing body of literature linking human resource management (HRM) and corporate entrepreneurship (CE), there is still insufficient understanding of the mechanisms underlying this relationship. This paper focuses on middle managers’ knowledge-sharing behavior as an important mediator in the HRM–CE relationship. We test our hypotheses using data collected from 163 Malaysian middle managers. The paper finds that about a third of the relationship between High-Performance Human Resource Practices and CE can be accounted for by middle managers’ knowledge-sharing behavior. The findings provide quantitative empirical support for theoretical claims of the importance of middle managers’ knowledge sharing in fostering CE, and for the importance of HRM in fostering such knowledge sharing. The study contributes to the literature on the HRM–CE relationship by disentangling the underlying mechanisms and by providing empirical support for this relationship in a Malaysian context.

The effect of Zhong-yong thinking to employee survival ability: taking Chinese employees as an example

2020 ◽  
Vol 40 (11/12) ◽  
pp. 1319-1336
Author(s):  
Chunyu Zhang ◽  
Chunshuo Chen
Keyword(s):  
Social Capital ◽  
Knowledge Sharing ◽  
Code Of Conduct ◽  
Moderating Effect ◽  
Hierarchical Regression ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
The Relationship ◽  
Sharing Behavior

PurposeZhong-yong thinking is a code of conduct of the Chinese people. The purpose of this study is to explore the relationship among Zhong-yong thinking, social capital, knowledge sharing behavior, and employee survival ability.Design/methodology/approachZhong-yong thinking including multi-thinking, integration and harmony, taking a case study of private enterprise in Guangxi of China. Based on the literature, the establishment of the theoretical model and hierarchical regression analysis are explored.FindingsThe multi-thinking, integration and harmony of Zhong-yong thinking have a significant positive effect on social capital and employee survival ability. In addition, employee survival ability is positively affected by social capital. Moreover, knowledge sharing behavior has a positive moderating between the multi-thinking dimension of Zhong-yong thinking and social capital, and the remaining dimensions have no moderating effect. Knowledge sharing behavior has no moderating effect on the relationship between social capital and employee survival ability.Practical implicationsZhong-yong thinking and social capital are actively affecting employee survival ability. Therefore, companies need to work harder to improve their employees' Zhong-yong thinking and social capital.Originality/valueThe paper extends Zhong-yong thinking, social capital and employee survival ability literature to fill gaps in how China people require to both access employee survival ability. The policy value of the work is in suggesting ways to facilitate employee survival ability of China.

Encouraging client’s knowledge sharing in enterprise system post-implementation through psychological contract and entrepreneurial orientation

2019 ◽  
Vol 33 (2) ◽  
pp. 689-709
Author(s):  
Zhao Cai ◽  
Hefu Liu ◽  
Qian Huang ◽  
Yue Kang ◽  
Liang Liang
Keyword(s):  
Knowledge Sharing ◽  
Psychological Contract ◽  
Entrepreneurial Orientation ◽  
Enterprise System ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Psychological Contract Fulfillment ◽  
The Relationship ◽  
Sharing Behavior

Purpose The purpose of this paper is to discuss the relationship between psychological contract and knowledge sharing behavior in the enterprise system (ES) post-implementation stage. The fulfillment and obligation of psychological contract are proposed as antecedents of knowledge sharing behavior performed by client firms. Additionally, entrepreneurial orientation (EO) is considered a moderator in the relationship between psychological contract and knowledge sharing. Design/methodology/approach This study adopted the questionnaire survey to collect data from 132 client firms of a focal ES provider in the garment industry of China. Hierarchical regression analysis was used for data analysis. Findings Psychological contract fulfillment is negatively related to knowledge sharing, whereas the positive role of psychological contract obligation is supported. EOstrengthens the role of both psychological contract fulfillment and obligation in shaping knowledge sharing behavior of client firms. Originality/value This study adopts forward- and backward-looking approaches in decision making as a theoretical lens to investigate how to improve client firms’ knowledge sharing behavior through psychological contract. By figuring out the roles of psychological contract and EO in influencing knowledge sharing, this research benefits both vendor and client firms in maintaining sustainable collaboration and continuous improvement of ES projects.

Islamic human resource practices and organizational performance

2015 ◽  
Vol 6 (1) ◽  
pp. 2-18 ◽  
Author(s):  
Ilhaamie Abdul Ghani Azmi
Keyword(s):  
Organizational Performance ◽  
Human Resource ◽  
Training And Development ◽  
Human Resource Practices ◽  
Content Type ◽  
Significant Relationships ◽  
Type Of Institution ◽  
Relationship Of ◽  
The Relationship ◽  
Islamic Organizations

Purpose – This paper aims to assess the relationship between Islamic human resource practices and organizational performance. Design/methodology/approach – The simple random technique on 300 Islamic organizations in Malaysia was used. In all, 120 completed questionnaires were returned, but only 114 were usable. Findings – There are some positive and significant relationships between Islamic human resource practices and organizational performance. Basically, there is only one Islamic human resource practice, namely, training and development practice, that is positively and significantly related to organizational performance. Research limitations/implications – This study is only limited to the Islamic organizations that are implementing Islamic human resource practices in total. Thus, the findings could only be generalized to this type of institution. Practical implications – Thus, the Islamic organizations should emphasize on this practice to obtain higher organizational performance. Social implications – Islamic human resource practices emphasize on the instillation of Islamic values in the practices that are universal in this world. Thus, through its implementation, the betterment of the society will be obtained in terms of psychology, moral and spiritual aspects. Cooperation, teamwork and harmony could also be steadfast not only in the organizations but also in the society. Originality/value – There are few studies done on finding the relationship of Islamic human resource practices and organizational performance. Thus, this paper provides some empirical findings on this matter.

Knowledge-sharing practices in higher educational institutes of Islamabad, Pakistan: an empirical study based on theory of planned behavior

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Irfan Raza ◽  
Zainudin Awang
Keyword(s):  
Public Sector ◽  
Cultural Diversity ◽  
Knowledge Sharing ◽  
Interpersonal Trust ◽  
Diversity Management ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Public Sector Employees ◽  
The Relationship ◽  
Sharing Behavior

PurposeKnowledge hoarding is an emerging issue among multiracial employees engaged in public sector higher educational institutes (HEIs) of Islamabad, Pakistan. By considering knowledge-sharing barriers, this study aims to examine the knowledge sharing behavior (KSB) of ethnically diverse public sector staff in perspective of well-known theory of planned behavior (TPB).Design/methodology/approachIt is a cross-sectional survey study, and it has used a self-administered questionnaire for data collection. With proportionate stratified random sampling technique, 273 nonacademic employees associated in 15 public sector HEIs of Islamabad have recorded their responses. Structural equation modeling was employed for empirical hypotheses testing.FindingsResults stated significant and positive effect of cultural diversity management, interpersonal trust and knowledge technology on KSB. Moreover, knowledge-sharing attitude (KSA) fully mediated the relationship between cultural diversity management and KSB and between interpersonal trust and KSB; whereas KSA partially mediated the relationship between knowledge technology and KSB. Moreover, proposed model has explained 45% variation in endogenous construct.Research limitations/implicationsCurrent study contributes to the present literature by investigating the antecedents of knowledge-sharing behavior of multicultural nonacademic staff engaged in public sector HEIs of capital city of Pakistan. Enriching the top management thoughts about problems of diverse workforce, the researcher has explored a noticeable lack in elucidation of such connection. Moreover, formation of knowledge-sharing behavior specifically on ethnic-based diverse employees made a significant addition in existing literature.Practical implicationsThe present research aids academic leadership in designing policies and strategies to enhance knowledge sharing among public sector employees and to create a supportive knowledge-sharing culture.Originality/valueThis study fills the empirical gap in literature by exploring the antecedents and their effect on KSB of nonacademic employees of Islamabad, Pakistan. Moreover, assessing the mediation effect of KSA between CDM and KSB on multicultural public sector employees is another novel inclusion in literature.

Transformational leadership and knowledge sharing behavior in freelancers

2019 ◽  
Vol 12 (2) ◽  
pp. 202-224 ◽  
Author(s):  
Mohit Yadav ◽  
Sangita Choudhary ◽  
Shubhi Jain
Keyword(s):  
Social Support ◽  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Employee Engagement ◽  
Pearson Correlation ◽  
Validity And Reliability ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
The Relationship ◽  
Sharing Behavior

PurposeThe purpose of this study is to explore the relationship between transformational leadership and knowledge sharing behavior in freelancers. Also, the study focuses upon mediation of the relationship by employee engagement and moderation by social support.Design/methodology/approachConfirmatory factor analysis was used to find validity and reliability of the model under study. To study the relation between variables, the Pearson correlation was used. Further, the PROCESS macro of Hayes (2013) was used to test mediation and moderated mediation.FindingsTransformational leadership influenced knowledge collecting and knowledge donating behavior in freelancers. The relation was mediated by employee engagement. Social support was found to moderate the mediated path by employee engagement between transformational leadership and knowledge collecting behavior. A similar result was found for knowledge donating behavior as a dependent variable.Research limitations/implicationsThe model under study can be tested in other contexts with extended data.Practical implicationsThe study asserts importance on freelancers in knowledge sharing in client organizations; leaders should take a transformational role to create a culture of free flow of knowledge and information between various types of employees.Originality/valueThis study is the first to research how transformational leadership, through engagement, motivates freelancers in engaging in knowledge collecting and knowledge donating. The importance of social support is also noted.

A learning organization perspective on knowledge-sharing behavior and firm innovation

2006 ◽  
Vol 25 (4) ◽  
pp. 227-236
Author(s):  
Li-Fen Liao
Keyword(s):  
Knowledge Sharing ◽  
Learning Organization ◽  
Significant Relationship ◽  
Shared Vision ◽  
Firm Innovation ◽  
Positive Effects ◽  
Knowledge Sharing Behavior ◽  
Relationship Of ◽  
The Relationship ◽  
Sharing Behavior

Sharing knowledge and firm innovation are the crucial ways to sustain competitive advantage. This study builds a nested model to test the relationship between learning organization, knowledge-sharing behavior, and firm innovation. Data gathered from 254 employees were used to examine the relationship of the learning organization to employees' knowledge-sharing behavior and firm innovation. The results indicate that open-mindedness, shared vision and trust have positive effects on both knowledge-sharing behavior and firm innovation. While commitment to learning does not shows significant relationship on knowledge-sharing behavior and firm innovation. Communication has significance on firm innovation but not significance on knowledge-sharing behavior.

scholarly journals Sustainable Human Resource Management: How to Create a Knowledge Sharing Behavior through Organizational Justice, Organizational Support, Satisfaction and Commitment

2019 ◽  
Vol 11 (19) ◽  
pp. 5419 ◽  
Author(s):  
Natàlia Cugueró-Escofet ◽  
Pilar Ficapal-Cusí ◽  
Joan Torrent-Sellens
Keyword(s):  
Organizational Commitment ◽  
Knowledge Sharing ◽  
Organizational Justice ◽  
Human Resource ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Comprehensive Model ◽  
Affective Organizational Commitment ◽  
Knowledge Sharing Behavior ◽  
Sharing Behavior

Knowledge sharing (KS) behavior is one of the main drivers to generate social sustainability. It predicts high organizational performance and innovation capabilities, and creates enjoyment and happiness in helping others. Even if incentives to enhance KS behaviors exist, employees would still be reluctant to share knowledge. For this reason, we test a comprehensive model of sustainable human resource management with the inclusion of KS to explain how to enhance collaborative practices in terms of voluntary knowledge sharing. In a comprehensive model, we incorporate organizational justice, employee perceived organizational support, job satisfaction and affective organizational commitment, and how they relate in order to generate knowledge sharing behavior. Using a sample of 1350 employees working for multinational firms operating in Spain, the present research obtains two main results. First, organizational justice, employee perceived organizational support and affective organizational commitment are positively related with KS. Second, employee perceived organizational support, job satisfaction and affective organizational commitment play a mediating role between organizational justice and KS, which reinforces the positive relationship between both constructs. Consequently, employees would be more willing to cooperate and share in fair organizational contexts, especially when they are satisfied and affectively committed, and when their contributions are valued and recognized. Finally, we discuss human resource management’s (HRM) practical interventions and recommendations for future research on sustainable organizations.

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